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Leadership Vacuum, Top-Down Toxicity, Culture of Blame and Zero Accountability — Stay Away!

This is not just a rant—it’s born out of deep frustration. I left couple of months ago and tried reaching out to a few colleagues who had exited before me, hoping to find some understanding of the trauma and maybe build my confidence again. But their silence was more revealing than words ever could be.

The reason for this post a hope that, at the very least, the company will stop punishing those who choose to stay quiet and avoid confrontation. Instead there is at least shining a spotlight on the ones who are allowed to operate without accountability

There was some flexibility to work from home till March. That is also removed. There are absolutely no other positives to staying in the company.

A few early employees are still trying to hold things together — credit to them but they are all fatigued and utterly demotivated.

The chaos may teach you what not to do as a leader or founder someday. You'll walk away with a strong internal compass about what toxic leadership looks like — and why culture matters.

here it goes :

Dysfunctional, incompetent, detached, unaccountable Directionless Founders : The founders are uninvolved, lacking both the capability and commitment to steer the company. They have little understanding of the product or the market, and decision-making is either paralyzed or catastrophically poor. Instead of addressing root issues, their top priority is micromanaging employee attendance and leave balances — as if that alone drives productivity. This obsession reflects their inability to lead with strategy or clarity.

Deep rooted Entitlement, hostility and Toxic Behavior : Founders frequently express the belief that employees should be grateful simply for being employed. Constructive input is met with disdain, and founders often display rude, condescending, and even hostile behavior — especially toward those who are quieter, more introverted, or non-confrontational. It's clear they prefer submissive "yes-people" over actual talent. One infamous advice from a founder is that employees should work even on weekends as they are paid for the entire month including weekends.

Weaponized Positivity and Silencing Dissent : During internal discussions and even hiring, leadership actively guides us to filter for people who only “spread positivity” — code for those who don’t question anything. Realistic, thoughtful feedback is treated as negativity and becomes grounds for marginalization or exit.

Culture of Blame, Never Leadership, No Ownership, No Accountability : There is no ownership at the top. Founders and leadership escape accountability for poor planning, directionless strategies, and constant delays. Instead, they blame individual contributors — often the quieter, more sincere ones — for everything. The founders and leadership team take no responsibility when things go wrong. Instead, they routinely shift blame downward, often targeting employees who have no power or visibility to defend themselves. Several people have been turned into scapegoats for failures that stemmed directly from the top or for the top brass to protect their favourites.

Culture of Inaction and Chronic Delay : Important decisions — even urgent ones — are delayed by months, sometimes indefinitely. This leads to constant confusion, low morale, and good employees walking out the door. Meanwhile, the company rewards those who contribute the least, simply because they maintain personal loyalty to leadership.

Complete Breakdown of Performance Standards : At least 60% of the current team is incompetent and underperforming. Meetings are missed, deadlines ignored, and interviews with other companies happen during work hours — with no consequences. Meanwhile, high performers are constantly pushed harder, given no recognition, and ultimately burnt out. The Operations & customer team leader is the best example of who a company should never hire. He has managed to bring the overall quality of the team down to below average by hiring people who are only “yes sir” people, complacent, way below the hiring standards. Even after the team members have nudged to hire better, this leader harassed the HR to force low quality profile.

HR: One of the Worst in the Industry : The HR team is ineffective, cliquish, and shockingly unprofessional. The HR head — a close friend of one of the founders — is never held accountable for her own absenteeism, poor conduct, or favoritism and is notorious for micromanagement, gossip, and retaliatory behavior. Her team is either gossiping, on extended breaks, or enforcing petty policies with zero consistency. When HR does engage, it’s usually to protect leadership or retaliate against employees who speak up. There’s no structure, no professionalism, and no confidentiality. Sessions run by HR are widely viewed as embarrassing and tone-deaf, adding insult to injury.

Psychological Safety Is Nonexistent : Feedback is not only unwelcomed but can be punished. Employees who raise concerns are labeled "negative" “toxic” or difficult and become targets. Founders and senior leaders will band together to isolate, demoralize, or push out anyone who challenges them. Even those who resign professionally are smeared internally or blamed for systemic failures.

Culture That Rewards the Wrong Things : Those who praise the founders and play politics are celebrated — even if their output is negligible to non-existent. Meanwhile, employees who work long hours, show initiative, and try to improve things are sidelined or harassed. The message is clear: loyalty matters more than contribution, and silence is safer than honesty.

Declining Talent and Increasing Costs : Most of the capable people who once added value have left. What remains is a bloated, expensive, disengaged and ineffective team that exists purely to maintain appearances, some of whom are openly job hunting during work hours. Founders continue to protect these underperformers while discarding the people who actually did the work.

To the founders :

This company is not just flawed — it is fundamentally broken and a textbook example of toxic leadership and cultural decay. The dysfunction is not isolated to a few bad actors; it starts at the very top and trickles down into every part of the organization.

The emotional toll, lack of fairness, and ethical decay prevalent now is not what this company was about. The emotional and professional toll of working here isn’t worth any salary or title.

The long term damage and trauma that management is giving people are serious concerns. The good resources that you had and who left the organisation are not even willing to keep in touch or respond with anyone from here, that is the level of trauma.

I personally and know a few more people who have tried to talk to at least a couple of people from the leadership and HR to explain all these. Other than brushing aside the concerns laced with a bit of ridicule actually, nothing has worked.